ABSTRACT
This chapter seeks to ways that International Non-Government Organisation can ensure that culture and communication is less an agenda, and more a conversation. Getting anti-diversion communications right means starting with analysis. Empowering staff to minimise diversion is not only of value, but on integrity risks more broadly, risk-based training has become a regulatory expectation and a matter of donor guidance. The approach becomes risk-based when the resourcing, mode, and content of the programme is informed by the diversion risks faced by each participant. The plan should integrate with other such work, especially around integrity and risk issues. Finally, maintain vigilance for disruptive human factors not only in the implementation of the plan, but in the design of it as well. Diversion is just one of many risks that busy staff need to manage, and good anti-diversion practice is frequently heckled by other priorities, interpretations of values, and messaging.
